行业高管透露如何提高供应链弹性

Finding the right path through an uncertain future Cornelius HerzogSebastian JanssenRich Sheinfeld EXECUTIVE SUMMARY Amid a climate of extreme economic and geopolitical disruption in recent years, companieshave continually needed to marshal resources and energy to address their supply chain issues.Or in some cases, their supply chain problems. And even occasionally, their supply chain crises. The good news is that their relentless efforts appear to have paid off. Businesses havedeveloped increasingly sophisticated strategies to manage risk, with 80% of them nowconsidering their supply chains to be very resilient. The bad news, however, is that ascomfortable as they may feel now, the next great upheaval may always be just aroundthe corner. With that in mind, the organizations in our 2025 Supply Chain Risk and Resilience surveyharbor deep concerns about what the future might hold in this arena. They’re dead seton finding the right course of action for successfully managing uncertain conditions. Formost that means running individual resilience-boosting initiatives; just 5% have chosento implement a more comprehensive strategy. They’re also diversifying internationally,opting to add alternative nodes or gradually reshore their manufacturing rather than fullydecouple their global supply chains. Finally, companies have learned that they can’t simply react to risks as they come. More thanthree-fourths of the executives we surveyed plan to adopt a more proactive approach goingforward. Although their advanced digital tools and skills remain limited, they’re increasinglyadopting scenario planning and taking steps to expand their supply chain visibility. Our report highlights how the organizations are navigating all that complex work, and offersspecific, useful guidance for any business that finds itself faced with similar challenges. Wehope you enjoy reading it. INTRODUCTION A lot can change in business in a year. When we conducted our last Supply Chain Riskand Resilience survey in early 2024, the world was still recovering from the effects ofCOVID-19, material shortages, and the outbreak of two major geopolitical conflicts in lessthan 24 months. Today disruption is still very much present, but has taken a different formshaped by the threat of new conflicts, uncertain tariff policies, and naturaldisasters. As a result, the strong focus on supply chain risk and resilience, at all levels oforganizations, has persisted. Companies have made substantial progress in both definingand implementing resilience strategies. Compared with last year, significantly moreorganizations believe they are well-positioned to weather any upheavals that might cometheir way. Where in 2024 just 35% of respondents considered their supply chains to be veryresilient, a year later a whopping 80% do so (Exhibit 1). It appears to follow naturally, then, that just 4% of executives say they plan to increase theirresilience budgets — a sharp decline from our previous survey — and more than a thirdexpect to reduce them. Year-over-year At the same time though, companies express major concerns over their resilience goingforward, suggesting that the decline in spending may not simply be a sign that they’recontent with their current standing. Although our survey was conducted before theannouncement of many new tariffs, for example, executives already were expectingincreasing pressure on margins. Volatile interest rates and other macroeconomic conditionsmay also be a factor in their belt tightening. Moreover, there has been a noticeable shift in the way these businesses are spending theirmoney to achieve resilience. In other words, what’s really telling is how, not how much. Inthis year’s survey, only 5% of survey participants said they have a comprehensive supplychain resilience strategy in place, down from 49% in 2024 (Exhibit 2). That approach haslargely been replaced by targeted individual initiatives, which 68% now favor (up from35% last year). It appears that faced with ongoing uncertainty, companies don’t want to doeverything at once; they believe it’s more prudent to make a handful of solid moves that areless likely to backfire if conditions radicallychange. Looking ahead, more companies are looking to approach their supply chains proactively,recognizing that the most effective strategy entails implementing levers to head off problemsbefore they form. At the same time, though, their efforts are concentrated and somewhatisolated. With shrinking budgets, they are choosing judiciously which levers to prioritize; thatmay mean many smaller ones, or a reduced number that require greater work to implementbut have more substantial implications. THEMES The executives in our survey come from companies spanning a wide variety of industriesand geographies, and their companies are each contending with a unique set of supply chainissues. Yet when analyzing their insights, we perceived that many had plans and priorities incommon. Ultimately, three